40
Needs Assessment
| Date post: | 23-Dec-2015 |
| Category: |
Documents |
| Upload: | rolf-kennedy |
| View: | 213 times |
| Download: | 0 times |
Needs Assessment
AGENDA
o Training Needs Assessmento Methods of Needs Assessmento Industry and Company Overviewo Company Strategyo Training and Developmento Conclusion
o Men's Wearhouse- Introduction Video
Men’s Wearhouse and Needs Assessment Process
Needs Assessment: What is it?
o It Helps Determine Whether Training is Necessary
o It Answers Crucial Questions During the Training Design Process
o Is It Really Necessary?
Training and development without needs assessment
Three Steps of Needs Assessment
Organizational Analysis
Person Analysis
Task Analysis
Step 1: Organizational Analysis • Determines the
Appropriateness of Training Given the Companies’ Business Strategy and Direction
• Determining what obstacles to transfer of training might exist in the organizational environment
Organization AnalysisIs Training is Aligned With Your Business’
Strategy?o How Might Training Affect our Employees’
Relationship with our Customers? o How Does this Program Align With the
Strategic Needs of the Business? Is There Support From Managers and Peers for
Training Activities? o What Do We Need From Managers and
Peers for This Training to Succeed? o Will Employees Perceive the Training as
an Opportunity Or A Waste of Time?
Step 2: Person Analysis
• Helps to Determine Who Needs Training • Determines Employees Readiness for Training• Identifies what the specific training content
should be
Person Analysis
General Specific
Basic SkillsCognitive AbilityReading LevelSelf-EfficacyMotivation to LearnNeed for FeedbackAwareness of training
needs Career interests & goals
Existing knowledge about topic
Existing skill level (technical, physical)
Current attitudes or beliefs
Current abilities (conceptual, analytical)
Needs Assessment
Step 3: Task Analysis
o The Jobs to be analyzed
o The tasks that make up those jobs
o The Knowledge, Skills, Abilities and Other factors that are required to successfully perform those tasks
WHO SHOULD PARTICIPATE IN NEEDS ASSESSMENT
Upper Level Managers
Middle Managers
Trainers
Job Incumbents
Key Concerns - Needs Assessment
Job Incumbents
It is important to get a sample of job incumbents involved in the needs assessment because:◦they tend to be most knowledgeable about the job.
◦they can be a great hindrance to the training process if they do not feel they have had input in the process.
What Happens If Need Assessment is not done?
BREAK OUT GROUPSJob Incumbents
MidLevel mgrs
Upper Level mgrs
Trainers
Organizational
Task
Person
In the case of Men’s Wearhouse, in each of the sections of the needs assessment, what would you want to know from members of each group?
Methods of Needs Assessment
Subject Matter Experts
Subject Matter Experts (SME’s): employees, academics, managers, technical experts, trainers and even customers or suppliers who are knowledgeable
The people you get the data from!
Methods
Observation
Questionnaire
Interviews
Focus Groups
Documentation
Online Technology
(Performance Tracking)
Break Out Groups
• What methods of data collection would you recommend for a Needs Assessment of Men’s Warehouse?
• What are the advantages of each method?
• Are there any disadvantages of each method to be considered?
Industry and Company Overview
Industry Overview
o Declining Industry plagued with financial troubleso STORES
o Today’s Mano Barney’so C & Ro Anderson Littleo Gentry’so NBOo Hastingso Kuppenheimer’so Brooks Brotherso BFO
Financial Troubles
o Baskins Co. files chapter 11o Today’s Man reports share loss and delays new
store openingso Brooks Brothers reports $4 million losso Edison brothers closes 500 stores and files
chapter 11o Hastings's files chapter 11o BFO closes 5 storeso NBO files for bankruptcy protectiono CML group announces the sale of 114 stores
Company Overviewo George Zimmer founded Men's Warehouse in 1973 in Houston,
TX USA.
o Early 1980’s First store & HQ in San Francisco Bay Area, USA.
o In 1991 Men’s Warehouse opened 85 Stores and went public
o At the end of 1995, 278 stores in 71 cities in 28 US states
o 1996 increased to 345 stores, while competitors were on the
decline
o Small stores, not located in malls
o Company Goals
o Increase Volume
o Minimize shrink
o Provide outstanding customer service
o Provide a high- quality work environment
Men’s Wearhouse Strategy
'Men Buy, Women Shop': The Sexes Have Different Priorities When Walking Down the Aisles
o Women are gatherers. Men are hunters.o “We’ re going to the store and we buy it and we leave
because we want to do something else”o For men, "difficulty in finding parking close to the store's
entrance" was ranked as number one concerno For men, an associate's interest in helping them find an item
is most important, followed by the sales associate's effort in
getting them through checkout quicklyo Men were most miffed by employees who were "lazy, i.e.,
would not check for additional stock or take you to the item
you were looking for.“o Men and women shoppers
Company Strategy
o Servant Leadershipo Training- Mentorship and “ Touch”o Emphasis on Store Operationso Employees come first
Employees come first
1Employees
2Customers
3Vendors
4Communities
5Shareholders
Stakeholder Groups
BREAK OUT GROUPS
Each group assigned one section of a needs analysis (organization, person, task).
Gather information from the Men’s Wearhouse case that is pertinent to an organizational, person, or task analysis which would inform whether training is needed and if so, what training, for sales associates.
What, if any, kind of training does the needs analysis suggest MW should do?
Training and Development at Men’s Wearhouse
George Zimmer talks about Training @ MW- Video
Training and Developmento Training at MW was “Cultural Transmission”
o In 1997, MW spent $2million on, 1.6 % of MW payroll.
o Training done by line managers and senior executives. Managers for sales training and renewing and maintaining company culture.
o Meetings all around the year included spiritual renewal, parties, FUN a. Multi-Unit Manager meeting b. Suits University and Sales Associate University c. Suits High d. Managers Meeting
Cascading down the Hierarchy
Senior Managers
Store Managers
Win-Win-Win Situation
Men’s Warehouse
Customers
Consultants
Achieving Company Goals
BREAK OUT GROUPS
Reflect back on the results of the needs assessment and what kind of training it suggested MW should engage in.
How do the training needs suggested by the needs assessment compare to what MW is actually doing for training?
Do you recommend any changes? If so, what?
Report out
Men’s Wearhouse Today and Conclusion
Men’s Wearhouse Todayo Large expansion
o 688 U.S o 117 Canadao 489 Tuxedo Rental stores in U.S.
o Employeeso 11,500 Full
Timeo 4,700 Part Time
Competitors
o Traditional department stores
o off-price retailerso E-Commerceo Jos. A. Bank
o Announced entrance into the Tux rental business.
Changing Environment
o Younger Marketo Tuxedo Rentals
o 2009’s 3rd quarter - 21% of total saleso 3 million tux/year
o Introduction of suit separates, denim and sportswear.
o Trends toward Business casualo sport coats and slackso employee training
Financial Standing
Year 2009 2008 2007 2006
Total Revenue(millions) 1,972.42 2,112.56 1,882.06 1,724.90
Recognition
o Ranked 68 on Fortune’s Magazine top 100 best companies to work for in 2009.
o Surveyed random employeeso Job satisfactiono Employer credibilityo Camaraderie
o Institute's Culture Audito Maintain holiday parties even though spending
was curb to keep employee moral high.
Conclusion
o Invest in our employeeo Adapt to the changing environmento Focus on long term growtho Maintain a culture that promotes teamwork
o Men's Wearhouse- New Markets Video
